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Executives, operational chiefs and personnel managers must ensure that their systems of rewards and recognition are carefully aligned with overall strategic and operational goals. Rewards and recognition systems misaligned with corporate objectives can result in behavior that is not anticipated or desired by management. These unanticipated actions may be personally beneficial to front-line sales reps, manufacturing floor managers or even senior executives, yet they move the company away from its overall goals or cause systemic harm.
In addition to measuring the progress of employee performance toward corporate goals, well-defined performance measurement systems help gauge employee reception, understanding and buy-in for reward systems. This critical feedback can help managers make adjustments necessary to drive improvements and avoid the unanticipated behaviors and actions that negatively impact corporate goals.
Best Practices, LLC’s Research & Consulting service is geared to support organizations seeking to identify and achieve optimal performance. Our quantitative research highlights organizational goals, while our qualitative research enables executives to develop a road map to achieve these performance targets. Best Practices, LLC has conducted extensive research in several areas of incentives and performance measurement:
This 35-slide research document uncovers the types and components of incentive programs used for pure sales reps, pure service reps and blended contact center employees, the levels and frequency of incentive pay-outs companies use to gain maximum return, and the overal lessons learned in motivating employees effectively.
The mantra of most companies is that they want to hire the "right" people in order to be successful. In fact, the central element separating best practice companies from the rest of the pack is the strength of their employees in terms of skills, behaviors, performance and abilities. The trick for HR managers, of course, is attracting and identifying those "right" people and developing them into top performers. This document can help executives design and promote more effective staffing practices and policies in the Retail Finance industry.
Companies across industries are continuously challenged with optimizing the productivity of their sales force. The findings from this research study will provide executives with insights on identifying key metrics for sales performance measurement and developing management structures that ensure ongoing sales force development.
This 23-page document includes metrics, best practices, winning approaches and performance measures companies use to review, coach and grow their sales representatives. In addition to data presented for the complete benchmark class, responses for the pharma/healthcare industry and manufacturing/consumer products industry are segmented and charted separately throughout the document.
Measuring sales performance and especially, integrating Process Excellence & Six Sigma into day-to-day sales operations is a challenge all organizations face. This cross-industry study benchmarks the output levels, tools and indicators leading companies use to measure the performance of their call center sales and service/sales agents.
To help companies achieve call center sales excellence, "Measuring Call Center Sales Performance" reveals data on sales operations, performance measurement and training.
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